Your Personalized Profile
Your dominant traits are Supportive Guardian, Rescuing Guardian, Normative Guardian, Prescriptive Guardian, Problem Solving Analyst, Task Obsessive Analyst, Aggressive & Sulking Pupil, Bohemian Pupil and Assertive & Innovative Pupil. Supportive Style: In this style, support is provided when needed. James (1975) uses the term "supportive coaches" for managers with this style. They encourage their subordinates and provide the necessary conditions for continuous improvement. Managers in this style show patience in learning about the problems of their clients and have empathy with them. Rescuing Style: Such a style indicates a dependency relationship in which the manager perceives his or her main role as that of rescuing the subordinate who is seen as being incapable of taking care of himself or herself. Another characteristic of this style is that support is provided conditionally, contingent on deference to the provider. The general attitude is one of superiority; the person’s support constantly reminds others of their dependence. Obviously, this style does not help other people to become independent and to act by themselves. Normative (Regulating) Style: These managers are interested in developing proper norms of behavior for their subordinates but also in helping the subordinates to understand why some norms are more important than others. A manager with this style not only helps peers to solve a specific problem but also helps them to develop ways of approaching a problem and raises questions about relevant values. Such a manager emphasizes the development of a general approach to the problem. They also raise questions about the appropriateness of some aspects of behavior and work. Prescriptive Style: People with this style are critical of the behavior of others and develop rules and regulations and impose them on others. Managers using this style make quick judgments and insist that certain norms be followed by all their subordinates. A manager may give advice and prescribe solutions rather than helping the clients to work out alternative solutions for their problems. Problem-Solving Style: In this style, a manager is concerned with solving problems but does not see the problems as being merely confined to the task. For such persons, the problems have various dimensions. The focus of the manager is on dealing with and finding out solutions to problems. In this process they solicit the help of and involve subordinates, clients, trainees, and participants. Task-Obsessive Style: People with this style are most concerned with the task. Matters not directly related to the task are ignored. They are not concerned with feelings and, in fact, fail to recognize them, as they do not perceive them as related to the task. They attempt to function like computers. A task-obsessive manager is insensitive to the emotional needs, personal problems, and apprehensions of the peers. Sulking & Aggressive Style: People with this style keep their negative feelings to themselves, find it difficult to share them, and avoid meeting people if they have not been able to fulfil their part of the contract. Instead of confronting problems, a person in this style avoids them and feels bad about the situation but does not express these feelings openly. People with this style are fighters. They show their aggression toward others. They may fight for their subordinates or for their ideas and suggestions, hoping that this will help them to achieve their desired results. Their aggressiveness, however, makes people avoid them and not take them seriously. Bohemian Style: The creative pupil is active in this style. The person has lots of ideas and is impatient with current practices. The person is less concerned with how the new ideas work than with the ideas themselves. Such people are nonconformists and enjoy experimenting with new approaches, primarily for fun. They rarely allow one idea or practice to stabilize before going on to another. Assertive & Innovative (Confronting) Style: In this style, the person is concerned with the exploration of a problem. Perseverance is a main characteristic. They confront the organization to get things done for their subordinates. They are more concerned with confronting problems than with confronting other persons for the sake of confrontation. A manager with this style may also confront the subordinate in order to help them to openly explore various dimensions. Such people are frank and open but are equally perceptive and sensitive. They respect the feelings of others. People with this style have enthusiasm about new ideas and new approaches and take others along with them. However, they pay enough attention to nurturing an idea so that it results in concrete action and becomes internalized in the system. Such people are innovators. In this style, persons show creative adaptability—learning from others, accepting others’ ideas, and changing their approaches when change is needed.
Supportive Style
In this style, support is provided when needed. James (1975) uses the term “supportive coaches” for managers with this style. They encourage their subordinates and provide the necessary conditions for continuous improvement.
Managers in this style show patience in learning about the problems of their clients and have empathy with them.
Rescuing Style
Such a style indicates a dependency relationship in which the Manager perceives his or her main role as that of rescuing the subordinate who is seen as being incapable of taking care of himself or herself. Another characteristic of this style is that support is provided conditionally, contingent on deference to the provider.
The general attitude is one of superiority; the person’s support constantly reminds others of their dependence. Obviously, this style does not help other people to become independent and to act by themselves.
Normative (Regulating) Style
These managers are interested in developing proper norms of behavior for their subordinates but also in helping the subordinates to understand why some norms are more important than others. A manager with this style not only helps peers to solve a specific problem but also helps them to develop
ways of approaching a problem and raises questions about relevant values. Such a manager emphasizes the development of a general approach to the problem. They also raise questions about the appropriateness of some aspects of behavior and work.
Prescriptive Style
People with this style are critical of the behavior of others and develop rules and regulations and impose them on others. Managers using this style make quick judgments and insist that certain norms be followed by all their subordinates. A manager may give advice and prescribe solutions rather than helping the clients to work out alternative solutions for their problems.
Problem-Solving Style
In this style, a manager is concerned with solving problems but does not see the problems as being merely confined to the task. For such persons, the problems have various dimensions. The focus of the manager is on dealing with and finding out solutions to problems. In this process they solicit the help of and involve subordinates, clients, trainees, and participants.
Task-Obsessive Style:
People with this style are most concerned with the task. Matters not directly related to the task are ignored. They are not concerned with feelings and, in fact, fail to recognize them, as they do not perceive them as related to the task. They attempt to function like computers. A task-obsessive manager is
insensitive to the emotional needs, personal problems, and apprehensions of the peers.
Sulking & Aggressive Style
People with this style keep their negative feelings to themselves, find it difficult to share them, and avoid meeting people if they have not been able to fulfil their part of the contract. Instead of confronting problems, a person in this style avoids them and feels bad about the situation but does not express these feelings openly.
People with this style are fighters. They show their aggression toward others. They may fight for their subordinates or for their ideas and suggestions, hoping that this will help them to achieve their desired
results. Their aggressiveness, however, makes people avoid them and not take them seriously.
Bohemian Style
The creative pupil is active in this style. The person has lots of ideas and is impatient with current practices. The person is less concerned with how the new ideas work than with the ideas themselves.
Such people are nonconformists and enjoy experimenting with new approaches, primarily for fun. They rarely allow one idea or practice to stabilize before going on to another.
Assertive & Innovative (Confronting Style)
In this style, the person is concerned with the exploration of a problem. Perseverance is a main characteristic. They confront the organization to get things done for their subordinates. They are more concerned with confronting problems than with confronting other persons for the sake of confrontation. A manager with this style may also confront the subordinate in order to help them to openly explore various dimensions. Such people are frank and open but are equally perceptive and sensitive. They respect the feelings of others.
People with this style have enthusiasm about new ideas and new approaches and take others along with them. However, they pay enough attention to nurturing an idea so that it results in concrete action and becomes internalized in the system. Such people are innovators.
In this style, persons show creative adaptability-learning from others, accepting others’ ideas, and changing their approaches when change is needed